Supply Chains around the world are witnessing rapid transformation due to many factors including digitization and cybersecurity. Procurement Professionals as a whole seem to be behind the curve with these trends.
You will learn how the following with impact the Procurement Function:
1. Social Responsibility
2. Digitization
3. Supplier Relationship Management
4. Supply Risk Management
The Business Case for the Leverage of Strategic Procurement Thinking
1. Meet Organization Goals by Leveraging Expert Procurement Capabilities
2. Realize Enhanced Customer Experience
1. Understand the critical importance of operations models such as the SCOR Framework plays in Effective Supply Chain Leadership
2. Understand the importance of Supply Chain Maturity Models in leading high impact Procurement Operations
3. Explore the correlation between Supply Chain Operational Excellence, NLPA's Body of Knowledge and the must-have Skill Sets of Procurement Leaders of the Future
Understand key reasons for failure in Procurement Projects with a continuum exercise to rate your risk of failure
How to include suppliers a vision of the future
How to create a comprehensive strategy
How to develop an action plan that won’t kill you or your suppliers
Know the Best Cost Reduction & Performance Management StrategiesNext Level Purchasing
You will learn :
1. Learn to Leverage Total Cost to Serve to Pinpoint Cost Reduction Opportunities
2. Understand how Effective Product Development Mechanisms can Yield Cost Reduction
3. Understand how the Balanced Scorecard Methodologies enhance Performance Management Strategies
The Procurement Function is a critical component of the modern Supply Chain Mechanism. Effective leadership of the Procurement Function requires many skills and talents which encompasses processes, metrics, technology, people, equipment, and policies to name a few.
You will learn:
1. How to align the Procurement Function to your Corporate Strategic Plan
2. The dynamics of Transformational Leadership
3. How to position and lead the Procurement Function for powerful results
4. The benefit of Collaborative Leadership
Top Procurement Challenges Facing Businesses Today and How to Manage ThemNext Level Purchasing
Want to understand the top four challenges for Procurement Professionals in 2020 and beyond.
Gain insights from experts Procurement Professionals can leverage in dealing with the biggest challenges they face.
Learn practical strategies Procurement Pros can leverage to attack Process, Risk & Sustainability, Logistical and Technology adoption challenges in 2020 and beyond.
This webinar is for you if:
1. Your company’s Supply Chain/Supplier Network has been disrupted by the Covid 19 Pandemic.
2. You are concerned about what’s going to be different in Souring, Procurement and Supply in the near term as the Pandemic plays out.
3. You are looking for specific actions that can be taken now in all scenarios; high demand, flat demand, food supply chain and greatly reduced demand scenarios.
4. Need to identify short-term actions to improve responsiveness to supply challenges and work to bring down costs at the same time.
5. Need to understand your customers’ shifting requirements, the changes coming in what they will value and demand going forward.
The Business Case for the Leverage of Strategic Procurement Thinking
1. Meet Organization Goals by Leveraging Expert Procurement Capabilities
2. Realize Enhanced Customer Experience
1. Understand the critical importance of operations models such as the SCOR Framework plays in Effective Supply Chain Leadership
2. Understand the importance of Supply Chain Maturity Models in leading high impact Procurement Operations
3. Explore the correlation between Supply Chain Operational Excellence, NLPA's Body of Knowledge and the must-have Skill Sets of Procurement Leaders of the Future
Understand key reasons for failure in Procurement Projects with a continuum exercise to rate your risk of failure
How to include suppliers a vision of the future
How to create a comprehensive strategy
How to develop an action plan that won’t kill you or your suppliers
Know the Best Cost Reduction & Performance Management StrategiesNext Level Purchasing
You will learn :
1. Learn to Leverage Total Cost to Serve to Pinpoint Cost Reduction Opportunities
2. Understand how Effective Product Development Mechanisms can Yield Cost Reduction
3. Understand how the Balanced Scorecard Methodologies enhance Performance Management Strategies
The Procurement Function is a critical component of the modern Supply Chain Mechanism. Effective leadership of the Procurement Function requires many skills and talents which encompasses processes, metrics, technology, people, equipment, and policies to name a few.
You will learn:
1. How to align the Procurement Function to your Corporate Strategic Plan
2. The dynamics of Transformational Leadership
3. How to position and lead the Procurement Function for powerful results
4. The benefit of Collaborative Leadership
Top Procurement Challenges Facing Businesses Today and How to Manage ThemNext Level Purchasing
Want to understand the top four challenges for Procurement Professionals in 2020 and beyond.
Gain insights from experts Procurement Professionals can leverage in dealing with the biggest challenges they face.
Learn practical strategies Procurement Pros can leverage to attack Process, Risk & Sustainability, Logistical and Technology adoption challenges in 2020 and beyond.
This webinar is for you if:
1. Your company’s Supply Chain/Supplier Network has been disrupted by the Covid 19 Pandemic.
2. You are concerned about what’s going to be different in Souring, Procurement and Supply in the near term as the Pandemic plays out.
3. You are looking for specific actions that can be taken now in all scenarios; high demand, flat demand, food supply chain and greatly reduced demand scenarios.
4. Need to identify short-term actions to improve responsiveness to supply challenges and work to bring down costs at the same time.
5. Need to understand your customers’ shifting requirements, the changes coming in what they will value and demand going forward.
There is a major shift in the business operating requirements. This is caused by a critical shift in the mindset of the modern customer, who requires products and services produced in business cultures that are socially responsible.
Training Slides of Supplier Assessment and Performance Measurement, discussing the importance of Suppliers.
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
Creating an Approved Supplier Program as a Prerequisite for a Successful HACC...TraceGains
If you have any questions or comments, please send them to connect@tracegains.com. We look forward to hearing from you.
Meeting Description:
Hazards come from two places; we add them or we receive them from our suppliers.
What should we expect from an effective supplier management program? Who is ultimately responsible for the safety of the products & materials received from our suppliers? How confident are we when we justify the control of a hazard as being through our approved supplier program? What percentage of recalls is traced to supplier issues?
HACCP requires that you:
-Identify those suppliers critical to food safety and quality
-Perform a hazard assessment and define the hazards
-Identify the potential risk and significance of the hazard
-Justify our decision based on facts, scientific information and historical data
Learn how to use your existing supplier data to:
-Automatically manage supplier compliance issues
-Continuously improve supplier performance
-Better manage supplier audits
Presenters:
Debby Newslow, President, D.L. Newslow & Associates, Inc.
Presentation: Prerequisite requirement programs for successful supplier management
Gary Nowacki, CEO, TraceGains
Presentation: Automating supplier document, risk, and compliance management
This presentation describes the ASQ QMD Globalization & Supply Chain Technical Committee efforts to inventory existing supplier scorecards for benchmarking and to support its efforts to create supplier scorecard standards
johncachat@hotmail.com
www.peproso.com
For suppliers that consistently perform to set expectations, you need to put strategies in place to maintain their continued involvement with the organization; most often requiring one-on-one meetings with management personnel from both parties involved.
There is a major shift in the business operating requirements. This is caused by a critical shift in the mindset of the modern customer, who requires products and services produced in business cultures that are socially responsible.
Training Slides of Supplier Assessment and Performance Measurement, discussing the importance of Suppliers.
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
Creating an Approved Supplier Program as a Prerequisite for a Successful HACC...TraceGains
If you have any questions or comments, please send them to connect@tracegains.com. We look forward to hearing from you.
Meeting Description:
Hazards come from two places; we add them or we receive them from our suppliers.
What should we expect from an effective supplier management program? Who is ultimately responsible for the safety of the products & materials received from our suppliers? How confident are we when we justify the control of a hazard as being through our approved supplier program? What percentage of recalls is traced to supplier issues?
HACCP requires that you:
-Identify those suppliers critical to food safety and quality
-Perform a hazard assessment and define the hazards
-Identify the potential risk and significance of the hazard
-Justify our decision based on facts, scientific information and historical data
Learn how to use your existing supplier data to:
-Automatically manage supplier compliance issues
-Continuously improve supplier performance
-Better manage supplier audits
Presenters:
Debby Newslow, President, D.L. Newslow & Associates, Inc.
Presentation: Prerequisite requirement programs for successful supplier management
Gary Nowacki, CEO, TraceGains
Presentation: Automating supplier document, risk, and compliance management
This presentation describes the ASQ QMD Globalization & Supply Chain Technical Committee efforts to inventory existing supplier scorecards for benchmarking and to support its efforts to create supplier scorecard standards
johncachat@hotmail.com
www.peproso.com
For suppliers that consistently perform to set expectations, you need to put strategies in place to maintain their continued involvement with the organization; most often requiring one-on-one meetings with management personnel from both parties involved.
To fully exploit and create an analytics culture will require an approach that leverages third party solutions. Most innovation is driven today by small to medium sized organizations. To be fully able to drive innovation, procurement must serve as a key component in driving this change.
This lecture slide was prepared for my guest lecture session in Bina Nusantara University's undergraduate program of International Business Management. It discussed the role of procurement function in an organisation, and how the function has been continuously evolved to meet market expectation by engaging business partners, as well as intra-company stakeholders. It shares top tips of how buyer can create value-add to the business from the book “Value-Added Purchasing” written by Eberhard E. Schening, PhD. Enjoy this as a part of your learning journey!
Strategic Planning And Budgeting Part 2: Alignment, Budgeting, and ResourcesKenny Ong
ABF Budgeting, Forecasting and Financial Planning Conference, Feb 2009
*Understanding what strategic planning is and why it is important
*Clarify the difference between vision, mission statement, goals and objectives
*The external environment: The need to understand the economic cycle
*Tying the strategic plan to the budget
*Cost Reduction methods and advice
Supplier Relationship and Value Management The five programme killers, and ho...Tejari
At the program level, David Atkinson, MD of consultants Four Pillars, provides a model for developing your organization’s supplier management strategy by introducing the five critical questions that will mean the difference between failure and success. For each of these questions, answers are provided that will get you thinking about how you will make Supplier Relationship and Value Management work for your organization.
Many companies struggle with spend analysis. The presentations answers the basics of spend analysis, where to start from, what benefits to expect from spend analysis etc.
Procurement challenges may seem daunting, but there is hope. Here we have discussed ten common procurement challenges for businesses & tips for overcoming them.
A Robust approach to analysis of Customer Satisfaction Survey feedbackSantanoo Medhi
Customer Satisfaction Survey ( CSS) is a widely used Management tool to gauge the customers’ view of products and services of a company and identify areas of strengths and weaknesses and thereby formulate strategies to address the same. CSS are done on multi-dimensional aspects of the Company consisting of various customer touch points and value proposition. Traditional Customer Satisfaction Surveys treats each of the variables with equal weight and as independent variable. However, the truth is that variables are neither equally weighted nor independent. This paper proposes a different methodology of analyzing Customer Satisfaction Survey feedback considering relative weight and interdependency of the variables. Further it proposes to show how the resulting insight can be used for creating more effective strategies for better performance in areas that really matters to customer.For the purpose of this paper, we will be focusing on B2B organizations.
Vendor or supplier risk management is an evolving discipline in operations management for manufacturers, retailers, financial services companies and government sector where the organization is highly dependent on vendors to achieve business objectives. Outsourcing, globalization, lean supply chain initiatives and supplier rationalization have contributed to a highly fragmented model, where control is often several steps removed from the corporation. While these models have allowed companies to reduce overall costs and expand quickly into new markets, they also expose the company to the risk of a vendor suddenly going bankrupt, closing operations or being acquired ,resulting in delivery disruptions, business continuity challenges leading to poor servicing to end user requirements.
In order to overcome outsourcing industry risk challenges & provide comprehensive vendor risk management solutions spanning industry sectors to enterprises, we’re pleased to launch our Vendor Risk Management services in addition to our existing bouquet of Risk advisory, Consulting, Training & Human Capital Services. Our services are offered through our multi location delivery centres in major metros with total presence in 11 Indian cities network.
Join us as our panel of world-class experts dives into Chief Procurement Office (CPO) Trends, what's coming and how to be ready and adapting to the C-Suite Agenda in 2020 and beyond. We will dive into:
1. What’s trending in all industries for the Chief Procurement Officer and entire Supply Team for your company.
2. Understand the leading-edge opportunities and changes coming at your C-Suite, and how Sourcing and Procurement aligns.
3. Identify emerging trend benefits and returns possible for CPOs and their team in 2020 and beyond.
4. Take away practical tips and strategies from the masters on how to capitalize on trends impacting procurement professionals in every industry.
- Understanding Demand Management Basics
- Planning a Demand Management Process
- Execution of Demand Management
- Conducting a Performance Review of your Demand Management Process (and KPIs)
Cost Reduction is often focused on the reduction of the Price we pay for the Mission Critical Inputs we are responsible for acquiring. On average, 60% of activities in organizations do not add value and are wasteful, with only 10% adding value to customers and stakeholders. The cost of doing business this way is staggering and erodes profitability.
1. Learn how to unmask Non-Value-Added Waste in your Supply Chain
2. Learn how to quantify the impact of Process Waste to expose Cost Reduction Opportunities
3. Learn to leverage Cost Reduction Mechanisms to reduce the Total Cost of Ownership realize savings far beyond the price you pay for your raw materials and inputs
4. Learn the benefit of Collaborating and Partnering with Key Supply Chain Stakeholders to realize impactful Cost Reduction
Read more: https://www.nextlevelpurchasing.com/news/purchasing-articles/total-cost-of-ownership
Procurement and Blockchain? Machine Learning? Virtual Reality? WebinarNext Level Purchasing
The scope of the Webinar?
You will learn: How Blockchain, Machine Learning, and Virtual Reality can enhance the Core Procurement Processes?
How Blockchain, Machine Learning, and Virtual Reality can enhance Collaboration and Competitive Advantage?
How Blockchain, Machine Learning, and Virtual Reality can reduce Supply Chain Risk Factors?
How to communicate the Business Case for Blockchain, Machine Learning, and Virtual Reality?
Understand how to Inventory Management and Control can improve your companies' Bottom Line
Read more: https://www.nextlevelpurchasing.com/procurement-training/courses/inventory-management-and-control
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
Ethnobotany and Ethnopharmacology:
Ethnobotany in herbal drug evaluation,
Impact of Ethnobotany in traditional medicine,
New development in herbals,
Bio-prospecting tools for drug discovery,
Role of Ethnopharmacology in drug evaluation,
Reverse Pharmacology.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptxEduSkills OECD
Andreas Schleicher presents at the OECD webinar ‘Digital devices in schools: detrimental distraction or secret to success?’ on 27 May 2024. The presentation was based on findings from PISA 2022 results and the webinar helped launch the PISA in Focus ‘Managing screen time: How to protect and equip students against distraction’ https://www.oecd-ilibrary.org/education/managing-screen-time_7c225af4-en and the OECD Education Policy Perspective ‘Students, digital devices and success’ can be found here - https://oe.cd/il/5yV
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Instructions for Submissions thorugh G- Classroom.pptx
2019 Procurement Trends That Will Change Your Business
1. "2019 Procurement Trends That Will Change Your Business"
Webinar
David Millington, M.Sc.QSM, NPDP, CL6σBB, SPP℠, SPSM3®, Doctoral Student
Director of Education and Product Development
2. Topics
In this webinar you will learn how the following will impact the
Procurement Function:
Supplier Management
Supply Risk Management
Social Responsibility
Digitization…part 2
4. Strategic Supplier Management
- Supplier Performance Management
- Supplier Relationship Management
- Supplier Development – part 2
5. Strategic Supplier Management
A Survey 600 Procurement Professionals
conducted by AgileBuyer revealed that most of those surveyed were in the
process of enhancing their relationships with their suppliers
Goal: Be the Best Customer I Giving them a reason to work with us
It is becoming a necessity!
Think: Total Cost to Serve Rationalization
6. Supplier Performance Management
Supplier performance is critical to an organization
Good Supplier Performance results in:
1. Increased Efficiency
2. Higher Quality products or services
3. Reduce Costs
4. Increase Profits
7. Supplier Performance Management
Must have Supplier Rating Programs
5 questions to answer in planning a supplier rating program:
1. Which suppliers will you rate? Leverage the 80/20 and 4/50 Rules
2. What personnel in your organization will participate in the rating process?
3. What performance measures will you use? Cost, Delivery, Service, Quality
4. How will you collect performance data?
5. How will you use performance data?
8. Supplier Performance Management
Set Targets!
Performance Measure Target
Annual value of cost reduction $1,000,000 or more
Percentage of on-time deliveries 95% or greater
Number of service complaints from internal customers as a
percentage of orders 5% or less
Warranty claims as a percentage of orders 2% or less
9. Supplier Performance Management
Reward Great Performance!
Rewarding suppliers is not a difficult task! But most companies don’t!
Four ways of rewarding your top performing suppliers are:
1. Issuing a press release
2. Having a supplier awards reception
3. Naming the award-winning suppliers on your purchasing department’s
website
4. Providing a plaque or statue
10. Supplier Performance Management
Leverage Supplier Award Programs:
Motivates Suppliers
Cost very Little Money
Types of Supplier Award Programs:
"Supplier of the Year“
Gold, Silver, and Bronze Supplier
Top Ten Supplier award
11. Supplier Performance Management
Correcting Poor Supplier Performance
Some things to keep in mind when taking corrective action include:
1. Schedule your meeting as close as possible to the time that the poor performance has
started
2. Do not create an atmosphere of hostility during your meeting with the supplier
3. Prior to the meeting, indicate to the supplier that you will be asking why the poor performance
has occurred
4. Do not allow the meeting to end without:
(a) agreeing with the supplier on an action plan to resolve the performance problem
(b) the timeline in which the problem will be solved, and
(c) a mutually agreed way of measuring how effective the resolution is
12.
13. Strategic Supplier Relationship Management
The result of optimizing strategic supplier relationships:
A higher probability for your organization of reaching its goals
Break down of barriers to efficient operations and success in the
marketplace
14. Think: Total Cost to Serve
Total Cost to Serve is the identification of the cost of servicing
customers at the product and customer levels.
The key objective is for organizations to configure their systems to deliver
the appropriate service levels for their customers and to determine the
degree of value customers represent.
17. Strategic Supplier Relationship Management
Understand the Degree of Criticality of your Suppliers
There are suppliers who:
Are fairly important to your organization
Are extremely important to your organization
These are the suppliers of Mission Critical Products and Services
Who contribute directly to your organization’s competitive advantage
Example
1. For automobile manufacturers, these are the engine suppliers
2. For a home builder, these are the plumbing and electrical subcontractors
18. Strategic Supplier Relationship Management
Strategic Suppliers are those suppliers who:
1. By virtue of collaborating with them, make your company better
2. Are experts at what they do
3. Are more capable of developing a cost saving idea
4. Are more capable of creating revenue generating ideas for your product
or service than your organization is
Goal
To optimization of relationships with Strategic Suppliers
Leverage their expertise – put it to work for you!
19. Strategic Supplier Relationship Management
Fostering Relationships With Strategic Suppliers
Surveys
Surveys are often the first step in establishing a strong relationship with
suppliers
Rather than requiring suppliers to simply meet their targets
Provides feedback on what you, as the buyer, could do to improve the
relationship
Take advantage of all of the synergies to be gained
20. Strategic Supplier Relationship Management
Fostering Relationships With Strategic Suppliers
Conferences
Conferences attended by select strategic suppliers help to communicate your
organization’s goals to suppliers
Enables suppliers that they can help your organization meet its objectives
Supplier conferences are a great way to get the attention your organization
deserves
Tip
These conferences should be attended by the most senior management of the suppliers as well
as your organization
21. Strategic Supplier Relationship Management
Advisory Boards
Some organizations even invite the top management of their strategic suppliers
to serve on a supplier advisory board.
An advisory board is designed to:
Give suppliers a vested interest in your success
breaking down the traditional buyer-seller boundaries
thereby giving your organization more access to the expertise of your strategic
suppliers.
The result of optimizing strategic supplier relationships is a higher probability
for your organization of reaching its goals. The techniques described will break
down barriers to efficient operations and success in the marketplace.
24. Sources of Risks (from Supply Chain System)
Suppliers must be reliable, responsive, capable, aligned to strategic
objectives, innovative
Inputs must be right price points, quality, all the time, on time, right
quantities, cost of executing procurement work
Processes must convert inputs accurately with minimal rework
Outputs must meet customer requirements, great innovative products
and low Total Cost of Ownership
25. Supply Risk Management
How to manage risks
Identify risk drivers by assessing the factors that negatively impact
spend, conversion processes, and customer satisfaction
Quantify their severity, degree occurrence, your ability to detect impact
Act upon them at the Root level
26. Sources of Risks (from Business Landscape)
Socio-Demographic trends
Ecological trends…harm to environment
Economic trends…recessionary impacts
Competitive trends…market share loss, degree of agility
Political trends…trade wars
Technological trends…cyber security
Industry trends…maturing industry
Customer trends…changing product tastes and requirements
28. Benefits of conducting FMEA(Failure Mode and Effects Analysis):
• Understand Issues that negatively impact Business Operations
• Understand that not all business problems are equal
• Learn to prioritize Sustainable Responses to negative impacts
• FMEA is under pinned by a problem’s Risk Priority Number (RPN)
Permission granted USA LEAN Engineering, LLC for use
Failure Analysis (FMEA) / Risk Management
Methodologies for Mitigating Risks
29. Formula for RPN (Risk Priority Number):
RPN = S x O x D or Severity x Occurrence x Detection on a scale of 1 to 10
In the table below for “Information input into MRP System” the RPN=1000
Severity =10 (Extreme)
Occurrence =10 (Extreme)
Detection = 10 (Impossible to Detect)
Process, Item, or
Issue
Potential
Failure Mode
Potential Effect / Impact of
Failure Potential Causes
Current
Controls Severity Occurrence Detection RPN
Action
Recommended
Who is
Responsible
Information input
into MRP System
Incorrect
MRP output
1.Excess raw materials
purchased(cash flow tied
up) or 2. too little raw
materials purchased to
support MPS
1. Damaged
cell in excel, 2.
type O none 10 10 10 1000
Protect
formulas in
work sheets Amy
Picking Operations
Wrong
Items
Picked
1.Customer
dissatisfaction,
2.inventory discrepancy
and recount rework,
1.Packaging
looks the
same, 2.item
numbers are
complicated
double
checking
all bills 8 7 10 560
Get
reasonably
priced RFID Randy
Scale of 1 to 10
The MRP Process
presents Critical Risk
Permission granted USA LEAN Engineering, LLC for use
30. Stakeholder Severity
No Effect 1. None 1. Verylow <.01/1000 1. Almost Certain Consumer Owner SafetyProblem 10
2. VeryMinor 2. Low - 1/1000000 2. VeryHigh (e.g., buyer) Major Owner Dissatisfaction 8
Annoyance 3. Minor 3. Low - 1/100000 3. High Moderate Owner Dissatisfaction 6
4. VeryLow 4. Moderate - 1/10000 4. Moderate High Minor Owner Dissatisfaction 4
5. Low 5. Moderate - 1/2000 5. Moderate Customer Plant SafetyProblem 10
6. Moderate 6. Moderate - 1/500 6. Low (Manufacturer) Possible Recall 9
Loss or degradation 7. High 7. High- 1/100 7. VeryLow Line Stoppage 8
of primaryfunction 8. VeryHigh 8. High- 1/50 8. Remote WarrantyCosts 7
Failure to meet 9. Hazardous withwarning 9. VeryHigh1/20 9. VeryRemote AIAG PPAP 4th Scrap 7
safety/regulations 10. Hazardous w/o warning 10. VeryHigh>1/10 10. Almost Impossible RegulatoryPenalty 7
Moderate Rework (<25%) 5
Plant Dissatisfaction 4
Minor Rework (<10%) 3
Effects of FailureOccurrence Rating: Detection Rating:Severity of Effect:
Loss or degradationof
secondaryfunction
FMEA Criteria Key, AIAG 4th Edition, http://www.aiag.org/
32. Social Responsibility Definition:
A concept where a company takes responsibility for social
and environmental effects of its business operations.
It applies to company efforts that go beyond what is required by law and
regulation
33. 1100 Dead
Rana Plaza, Bangladesh, April 2013
Multiple small clothing factories making clothes for companies in developed countries.
34. Labor Issues
• Coerced labor*
• Children
• Adults
• Uncoerced child labor
• Worker safety
• Excess overtime
• Freedom to associate and unionize
Social Responsibility
Issues at Suppliers
35. Social Responsibility
Issues at Suppliers
Environmental Issues
• Pollution
• Air
• Water
• Land
• Humane treatment of animals
• Carbon/energy/sustainability
• Supplier processes
• Shipping to you
36. Social Responsibility
Political Issues
• Corruption and bribery
• By supplier
• By your company
• Conflict minerals
• Ores for tungsten, tin, tantalum and gold
• Law: Dodd-Frank Act
• Small and disadvantaged suppliers
• Exporting jobs
Issues at Suppliers
37. Social Responsibility
Consider Leveraging a Supplier Code of Conduct
• Describes how you expect suppliers to act
• Usually referred to in contracts
• Length varies from two to eight pages
• Introduction should address extended supply chain requirements
• When should your supplier require its suppliers to comply with your code?
Conduct Auditing
38. Digitization – Part 2
Studies show that in the most advanced procurement departments are
considering the leverage of the following:
- Use of Digital Assistants 52%
- Adopting Robotics Processes 48%
- Adopting Blockchain Technology 30%
Editor's Notes
Not something you want to see news about your supplier.
A tragedy for those involved
An embarrassment to the purchasing profession.
The companies involved said they didn’t authorize production there.
An extreme case, and eye opener and I hope a catalyst for change.
Not something you want to see news about your supplier.
A tragedy for those involved
An embarrassment to the purchasing profession.
The companies involved said they didn’t authorize production there.
An extreme case, and eye opener and I hope a catalyst for change.
Not something you want to see news about your supplier.
A tragedy for those involved
An embarrassment to the purchasing profession.
The companies involved said they didn’t authorize production there.
An extreme case, and eye opener and I hope a catalyst for change.
Not something you want to see news about your supplier.
A tragedy for those involved
An embarrassment to the purchasing profession.
The companies involved said they didn’t authorize production there.
An extreme case, and eye opener and I hope a catalyst for change.
Not something you want to see news about your supplier.
A tragedy for those involved
An embarrassment to the purchasing profession.
The companies involved said they didn’t authorize production there.
An extreme case, and eye opener and I hope a catalyst for change.